In a modern company, sustained profitability depends on a robust commercial policy based on loyalty and increased customer base. For this, a seamless product, an unbeatable service and a reasonable price are the three fundamental pillars.
The clients perceive companies depending on the way it works, the products and services it generates, and also at what time and how it does. It takes a lot of time and effort to build a reputation and very little to erode it.
The service capacity of an organisation is a relative measurement, since it not only depends on it but on the alternatives, that is, on direct or indirect competition, so the effort and revisions in this area must be constant.
On many occasions, it has been the first contact with continuous improvement, process management, the PDCA cycle, standardisation and the homologation. As the number of certified companies has increased, the importance of this “award” has become widespread and popular. Today, for organisations, it is the starting platform of a path.
Companies have to improve their processes continuously. Once the organisation implants ISO 9000 standards, there is still a long way to go, so we can only ask ourselves: which direction should we take? Implement support standards such as ISO 10002? Introduce ourselves to the EFQM Excellence Model?
The answer is not easy, but staying static, without evolving, is an impossible position, even deadly. Indeed that is not the solution. The first step is to set a goal.
Once the company implants the ISO 9000 standards, organisations seek continuous improvement: greater efficiency, better public image, public competitions, more efficiency…
In the field of Quality, we propose three strategic paths for companies that want to improve:
1.- PROMOTION, understood as an increase in the capabilities of the standards or models that the organisation has implemented. It involves developing the EFQM Model of Excellence, 6 Sigma, World Class Manufacturing or other similar advanced techniques, projects that seek to place the company among the business elite.
2.- INCREASE, understood as implementing support standards to improve specific aspects or functions of ISO 9001. A company with ISO 9001 certification can implement measures to deploy in a more consistent way basic requirements established in the standard.
The possibilities are varied. As an example, it can be the improvement of the systematics to know the perceptions through the UNE-ISO 10001 “Customer satisfaction. Guidelines for codes of conduct for organisations”, UNE-ISO 10002 “Customer satisfaction. Guidelines for complaints handling in organisations”, UNE-ISO 10003 “Customer satisfaction. Guidelines for dispute resolution external to organisations”, UNE-ISO 10004 “Customer satisfaction. Guidelines for monitoring and measuring”.
It is also possible to improve ISO 9000 by applying other standards such as UNE-EN ISO 19011 “Guidelines for auditing management systems”. The opportunities are immense. Each norm will improve, through standardisation and normalisation, specific processes of the organisation.
3.- ASSIMILATION, referring to the opening of the company to new areas of improvement such as, for example, environmental management and sustainability (ISO 14001, EMAS, among others), Occupational Health and Safety (OHSAS 18001, ISO 45001) or Guidance on Social Responsibility (UNE-ISO 26000).
When we propose the strategic line to develop, many clients want to finish the project with the certification. The intervention of the standardisation bodies is always a benefit because, among other things, it allows to accredit good work and favours communication and dissemination of the successes to the different interest groups.
Leaders are always working to improve the effectiveness and efficiency of their organisation. It is a question of results; there is no other reason. They apply the concept of integrated management that, far from the outdated quality model applied only to the product or service, seeks to advance in the company’s management and organisation, improving aspects such as production, processes, work methods, and contact with clients suppliers and personal.
Doing a project of these characteristics requires qualified, experienced and dedicated personnel. To overcome difficulties, companies need people with experience and a specialised profile.
The project has to be “a tailored suit”, never a standard, impersonal and ineffective system. Sometimes, generally for economic reasons, there is a temptation to apply unspecialised and inexperienced solutions. This choice can cause irreparable damage to the company’s operation and harm the credibility of the management.
OAK is one of the leading consulting firms in the sector because we advise and develop projects of these characteristics since the 90s. It is one of our main lines of business, and we pay special attention to it. We have developed our own and specific methodology based not on records, but the significant improvement of our clients’ processes, services and products.
We help you to design, implement and establish realistic and practical solutions in your company. This reason is why we always work closely with the needs and objectives of our clients. We are transparent, practical and useful.